Knowing the Unknown

For the past few weeks, Jacquelyn Lane, Claire Diaz-Ortiz, and I have been thinking about where the 100 Coaches Agency has been and where we want to take it. We have had a fantastic period of growth and are fortunate to be part of a renaissance of executive coaching. We are excited by the impact our coaches' work has on crucial leaders and equally excited by the amazing CHROs and HR professionals we get to work with who are committed to supporting leadership in achieving its fullest potential. As we have been reviewing our experiences, the environment we are in, and contemplating the world we are growing into, it has become evident that while we may feel like we know a great deal about our world, the reality is that there is far more unknown than known. We have great feedback from our clients and coaches, are part of exceptional communities (Jacquelyn and I were recently honored to be part of the inaugural Coaches50 class by Thinkers50, among many other 100 Coaches Community members), and yet there is still so much we don’t know. Reflecting on this experience, it is easy to recognize that “knowing the unknown” is a fundamental role of the leader. To know the unknown, we must gather as much information as practicable, interpret it to the best of our ability, and then make decisions for the future as though we know what cannot be known.

To navigate the uncharted territory of the unknown, leaders gather as much relevant information as possible. This involves actively seeking out diverse perspectives, asking probing questions, and listening deeply to the insights and experiences of others. By casting a wide net and remaining open to new ideas, leaders can build a more comprehensive understanding of the challenges and opportunities that lie ahead. This information-gathering process requires a genuine curiosity and a willingness to engage with a wide range of stakeholders, from frontline employees to industry experts and beyond. Leaders adept at this skill recognize that valuable insights can come from unexpected sources and that the most innovative solutions often emerge when disparate ideas are brought together. By fostering a culture of open communication and encouraging their teams to share their thoughts and experiences, these leaders create an environment conducive to the free flow of information, setting the stage for more informed decision-making.

Leaders must also develop the skills to interpret and synthesize this information effectively, drawing connections and identifying patterns that others may miss. This requires a keen analytical mind and the ability to think creatively and see beyond the obvious. In many cases, the most valuable insights emerge from the intersection of seemingly unrelated ideas or the recognition of subtle trends that have yet to manifest fully. By honing these skills, leaders can transform raw data into actionable knowledge that guides their decision-making. This sense-making process is both an art and a science, requiring leaders to balance data-driven analytics with their own intuition and judgment. They must be able to identify the key drivers of change in their industry, anticipate potential disruptions, and spot emerging opportunities before their competitors do. At the same time, they must be willing to challenge their assumptions and biases, remaining open to alternative perspectives and new ways of thinking.

Armed with this knowledge, leaders must then make decisions and chart a course forward, even in the face of uncertainty. This requires a delicate balance of confidence and humility, the courage to take calculated risks, and the flexibility to adapt as new information emerges. Great leaders understand that they can never have perfect information. Still, they must act as though they do, making the best decisions possible based on the available evidence and their own intuition. By embracing ambiguity and navigating complexity, exceptional leaders inspire and motivate their teams to move forward, even when the path ahead is unclear. They do this by clearly communicating their vision, setting clear goals and expectations, and empowering their teams to take ownership of their work. At the same time, they remain open to feedback and are willing to course-correct when necessary, recognizing that the path to success is rarely a straight line. By modeling this adaptability and resilience, these leaders create a culture that is well-equipped to thrive in the face of the unknown, fostering a sense of trust and psychological safety that allows their teams to take risks, learn from failures, and continuously improve.

In life and leadership, the ability to "know the unknown" is a critical skill that distinguishes the most influential leaders from the rest. By gathering information, interpreting it wisely, and making decisions with conviction, these leaders can guide their organizations and those they love and lead through the most challenging and uncertain times. As we at the 100 Coaches Agency continue on our own journey of growth and discovery, we remain committed to cultivating this essential leadership capability, both in ourselves and the leaders we serve. By embracing the unknown and navigating it with skill and grace, we can unlock the full potential of leadership and create a brighter, more promising future for all.

With love, gratitude, and wonder.

Scott